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PMSelect February 06 |
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Welcome to the February PM Select - a selection of the latest articles from across the international project management literature, to keep you up-to-date with the newest research in the profession.
This months issue contains 7 topical papers from a variety of sources.
Subjects this month cover: recovery and rehabilitation of troubled IS development - Managing creative projects - Commitment to construction safety - Small program office management - Online Project Management education - Project Driven Organisations.
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Doc Number: 02/06 - 1
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Title: PMAA Award and Submission guidelines for 2006
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Author/s: AIPM
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Citation:
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Abstract: This document outlines the entry and category information for the 2006 Project Management Achievement Awards. Highly recommended for any project staff seeking wider recognition of their work.
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Doc Number: 02/06 - 2
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Title: Managing creative projects: An empirical synthesis of activities
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Author/s: Simon, Laurent
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Citation: International Journal of Project Management, v.24 (2006) p.116-126
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Abstract: This paper proposes a radical empirical look on the concrete activities of project managers involved in creative projects, with a specific focus on ''non-administrative'' issues. Through four case studies in the video-game industry, multimedia, advertising and a circus, we
propose an integrated synthesis of what creative project managers actually do. Beyond analytical, cognitive, psychological, symbolic
and discursive activities, we identify four sets of activities carefully coined to acknowledge the everyday work of project manager
involved in creative projects. We suggest that this project manager acts as a sense-maker, a web-weaver, a game-master and a flowbalancer.
This empirical ''picture'' raises questions on the technical and theoretical focus of research in project management where
creativity is an utmost strategic issue.
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Doc Number: 02/06 - 3
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Title: An investigation of management's commitment to construction safety
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Author/s: Osama Abudayyeh, Tycho K. Fredericks, Steven E. Butt, Areen Shaar
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Citation: International Journal of Project Management v.24 (2006) pp. 167-174
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Abstract: The costs resulting from injuries and equipment damage, combined with the associated financial loss resulting from schedule disruptions,
insurance hikes, and workers compensation, impact the profitability of any construction operation. These costs may be
minimized or avoided through focused safety efforts on construction job sites. The main purpose of this study is to determine
the correlation between management commitment to safety and the frequency of construction-related injuries and illnesses. To
achieve this purpose, a survey was developed and sent to a random sample of the top five hundred US construction companies.
Survey results point to a clear statistical correlation between management commitment to safety and injury and illness rates.
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Doc Number: 02/06 - 4
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Title: Economies of Scale
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Author/s: Bouley, Jeffrey
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Citation: PM Network, January 2006, v.20, n.1, pp.56-63
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Abstract: Small companies may not be able to afford full project management departments or dedicated staff, but they can still employ many of the underlying principles.
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Doc Number: 02/06 - 5
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Title: Making Project Management Education Happen - On Line!
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Author/s: Shankar Sankaran and Hartmut Kaebernick
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Citation: PMOZ05 Conference
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Abstract: This paper will discuss how a Teaching Team of experienced project managers (or course facilitators) enable students to develop project management skills based on the Project Management Body of Knowledge (PMBoK®). The project managers facilitate a web-based interactive online Project Management Course in the University of New South Wales (UNSW) Master of Business and Technology (MBT) program. The paper will elaborate on the strategies used by the facilitators to emulate a project space in the online classes to allow students to gain project management competencies working in virtual project teams. Students from diverse backgrounds work in virtual project teams, in different time zones, and build and maintain effective team skills throughout the project. Some of the challenges faced by the facilitators are getting the students to reach a team agreement, rewarding the team product rather than individual contributions, and ensuring that students expand their critical thinking skills. Members of the Teaching Team, comprising an academic course coordinator, an education designer and six course facilitators (some of whom are located internationally), operate as a community of practice (CoP). The team communicates regularly through email and meets annually to improve course effectiveness to enable the students to develop project management knowledge and skills that can be directly applied in their work environment.
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Doc Number: 02/06 - 6
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Title: The Emergence and Development of Project Based Organisations
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Author/s: Barber, Elizabeth
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Citation: PMOZ05 Conference
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Abstract: Project driven organizations (PDOs) are organizations which define management by projects as an organizational strategy. These organizations provide temporary organizational structures for the performance of complex processes; manage a project portfolio often comprising projects of different types and has a permanent core organization that provides integrative functions. All project driven organizations face challenges of changing priorities, unexpected contingencies and greater political implications and therefore need better decision making tools and communication processes to remain focused to their chosen strategies. A key challenge that faces these organizations is to achieve a faster response to innovation and creative change. This paper provides a a number of challenges that PDOs may experience in the future. A framework that assists project offices to remain directed to their strategies and at the same time be flexible so that they can adapt more quickly to creative change is required.
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Doc Number: 02/06 - 7
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Title: A staged framework for the recovery and rehabilitation of troubled IS Projects
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Author/s: Aiyer, Jagu; Rajkumar, T. M.; Havelka, Douglas
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Citation: PMJ, December 2005, v.36, no.4, pp.32-43.
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Abstract: Project driven organizations (PDOs) are organizations which define management by projects as an organizational strategy. These organizations provide temporary organizational structures for the performance of complex processes; manage a project portfolio often comprising projects of different types and has a permanent core organization that provides integrative functions. All project driven organizations face challenges of changing priorities, unexpected contingencies and greater political implications and therefore need better decision making tools and communication processes to remain focused to their chosen strategies. A key challenge that faces these organizations is to achieve a faster response to innovation and creative change. This paper provides a a number of challenges that PDOs may experience in the future. A framework that assists project offices to remain directed to their strategies and at the same time be flexible so that they can adapt more quickly to creative change is required.
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